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Km masterclass part6 km & innovation ha20140530sls

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The Masterclass Knowledge Management (KM) is a set of six presentations describing and explaining KM via definitions, concepts, instruments and many practical examples, insights, stories and exercises as well as links and references.
The material is the result of 25 years of research, consulting of challenging clients, discussions with appreciated peers and communities as well as ten years of lecturing on KM at various universities in Germany and Austria including discussions with many inspiring students.
KM 1 – Knowledge and KM
KM 2 – KM Processes 1
KM 3 – Soc.-t. KM Systems 1 / Processes 2
KM 4 – Socio-technical KM-Systems 2
KM 5 – Plan & Control Knowledge & KM
KM 6 – KM and Idea / Innovation Mngt.

Veröffentlicht in: Leadership & Management
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Km masterclass part6 km & innovation ha20140530sls

  1. 1. KM 6 – KM and Idea / Innovation Management Introduction to KM and Idea / Innovation Management Shared concepts and specific perspectives Open Innovation and more Masterclass KM – SlideShare contribution, June 2014 http://de.slideshare.net/HoferAlfeisJ/presentations Dr.-Ing. Josef Hofer-Alfeis Consulting on Knowledge & Innovation Management josef.hofer-alfeis@amontis.com Design: Ron Hofer
  2. 2. Dr.-Ing. Josef Hofer-Alfeis, 2013 - 2 KM Masterclass – Preface The Masterclass Knowledge Management (KM) is a set of six presentations describing and explaining KM via definitions, concepts, instruments and many practical examples, insights, stories and exercises as well as links and references. The material is the result of 25 years of research, consulting of challenging clients, discussions with appreciated peers and communities as well as ten years of lecturing on KM at various universities in Germany and Austria including discussions with many inspiring students, e.g.:  Zeppelin University, Friedrichshafen  University of the German Army, Munich  University of Applied Science, Munich  University of Applied Sciences for Economics and Management, Munich  Donau University Krems, Austria  University Augsburg Contents:  KM 1 – Knowledge and KM  KM 2 – KM Processes 1  KM 3 – Soc.-t. KM Systems 1 / Processes 2  KM 4 – Socio-technical KM-Systems 2  KM 5 – Plan & Control Knowledge & KM  KM 6 – KM and Idea / Innovation Mngt. Any questions, remarks and ideas for modification or improvement are appreciated – please contact me, see slide „contact“ at the end of the presentations. Munich, May 2014, Josef Hofer-Alfeis
  3. 3. Dr.-Ing. Josef Hofer-Alfeis, 2013 - 3 Introduction to KM and Idea / Innovation Management Focus: Shared concepts and specific perspectives Focus: Open Innovation and more Agenda delicious tags: InnovationMngt openinnovation
  4. 4. Dr.-Ing. Josef Hofer-Alfeis, 2013 - 4 Incremental versus radical / disruptive innovation Improved imaging and integration of various approaches source: Siemens PhotoNews, 04/2010 electro-mechanical wedge brake – a totally different approach source: Siemens AG, 2006
  5. 5. Dr.-Ing. Josef Hofer-Alfeis, 2013 - 5
  6. 6. Dr.-Ing. Josef Hofer-Alfeis, 2013 - 6 source: Oliver Gassmann, http://www.inknowaction.com/blog/?p=802 2011  Globalization: 85 % of new R&D centers starting in China or India  80 % of innovation results are re-combination of world-wide existing knowledge, which has to be opened up  Open Innovation and intellectual property (IP) rights are central source: JHA consulting  effective KM is an excellent basis for innovation  innovation managers can improve their work by a specific KM program  in large enterprises rich synergies can be leveraged between the „Intellectual Capital Management“ partners: KM, Idea/InnoM, IP Mngt. and Standards & Regulations, e.g. via a joint business process landscape uJoint issues for KM, Idea and Innovation Management (1) combination of the new and existing source: only in Russia* * http://www.powershow.com/view/2640e7-YzRjO/Only_in_Russia_powerpoint_ppt_presentation
  7. 7. Dr.-Ing. Josef Hofer-Alfeis, 2013 - 7  How can we enter new (knowledge) areas more systematically?  Which suggestions, idea and knowledge sources stimulate the right ideas?  Which think or search corridors are guiding best?  How to drive the right change of view or perspective?  How can we describe best the „new“?  Is this really a new idea or a re-invention?  What do we know about the context of the idea? Where is this knowledge?  Who should join to make out of an idea / invention an innovation, i.e. go-to-market with new customer value? uJoint issues for KM, Idea and Innovation Management (2) Graphic: Igor Kopelnitsky
  8. 8. Dr.-Ing. Josef Hofer-Alfeis, 2013 - 8 locally / personally „new“ knowledge via knowledge sharing, e.g.  learning in a seminar from the lecturer  learning from other organizational units, e.g. by good practice sharing  learning from the world, e.g. via benchmarking generally new knowledge via knowledge development, e.g.  research & development (hypotheses … experiment … reflection … abstraction …)  creating combined and networked knowledge via expert networking... idea and insight combination … joint problem solving …  …  issues for Intellectual Property Management uNew knowledge – „new“ is relative
  9. 9. Dr.-Ing. Josef Hofer-Alfeis, 2013 - 9 Back when innovation related only to products, it was easier for companies to manage. One group of employees designed the product and passed it on to another group who sold it. But the broader boundaries of innovation have complicated things for company managers responsible for delivering innovations to the marketplace. Implementing an innovation today may require making major organisational changes. For example, implementing an innovative service* could mean making changes to employee training programmes and company procedures. A business model innovation entails getting everyone to understand the new way of making money, or, if this is not possible, setting up a new business unit. To understand what sort of organisational changes are required for an innovation, a manager first needs to understand what sort of challenge the innovation is going to pose. There are three categories of challenge – the customer, technology, and business model. Understanding which category the innovation falls into is the key to understanding what steps the company needs to take next. *Apple has sold hundreds of millions of iPods since introducing them in 2001. But, he says, that success is not because the iPod is an innovative product as there are many similar devices. The real point behind the iPod is the service that allows the customer to easily download music and the business model that allows both Apple and the music industry to make money from those downloads. Innovation: No longer simple Source: INSEAD Knowledge - A practical guide to managing innovation ---- by Robert Goldsmith
  10. 10. Dr.-Ing. Josef Hofer-Alfeis, 2013 - 10 Introduction to KM and Idea / Innovation Management Focus: Shared concepts and specific perspectives Focus: Open Innovation and more Agenda delicious tags: InnovationMngt openinnovation
  11. 11. Dr.-Ing. Josef Hofer-Alfeis, 2013 - 11 Leadership, Collaboration … Knowledge & Innovation Culture uthe socio-technical KM system adapted to Innovation Management (1) Human Organization Infrastructure/Techniques Idea & Knowledge Marketplaces • real spaces (offices, buildings, …) • virtual spaces (collaboration & document mgt. platforms) • Information sources and services IdeaM/ InnoM Support Organi- zation Processes Provide Idea Concept Drive Innovation* Human & organizational Idea & Knowledge Sources • Individuals and Teams • Communities and Organizations • Innovation Partners New Knowledge preliminary Ideas – Ideas – Idea Concepts – Knowledge / Content – IP Assets * Go-to-market with new customer value
  12. 12. Dr.-Ing. Josef Hofer-Alfeis, 2013 - 12 Leadership – defined and communicated innovation strategy, e.g. think / search corridors – example starting point : business-relevant mega trends consulting experience: often not known example EADS, 2007 – we are looking for innovation in following areas …  Mobility, e.g. virtual airport guidance  Environment, e.g. helicopter air noise reduction  Security, e.g. passenger screening
  13. 13. Dr.-Ing. Josef Hofer-Alfeis, 2013 - 13 Leadership – professional forecast: example SIEMENS http://www.siemens.com/innovation/en/publications/ Pictures of the Future
  14. 14. Dr.-Ing. Josef Hofer-Alfeis, 2013 - 14 Leadership: Innovation Radar, Siemens AG / Germany 2012 Analysis of customer needs, development potentials and new areas source: Wir in Deutschland 2012-10
  15. 15. Dr.-Ing. Josef Hofer-Alfeis, 2013 - 15 uKM 4: Knowledge … Innovation Culture: Key elements and focusing on innovation – examples Management responsibility: Meaning: values – strategies – rules  management example … appreciation ...  trust & openness vs. security & knowledge risks  care & collaboration vs. internal competition  quality & failure vs. (short-time) success  curiosity & innovation vs. performance & routine joint innovation strategy | decentralizing | free space | encouraging passion, ideas … experiments … challenging the status quo … officially appointing Innovation Mngt.  role, organization, CoP ( ROCHE example), … single point of idea entry …  …open forums … social networking internal / external … autonomous subject matter experts ... employee feedback …  more ad hoc relationships, informal collaboration, heterogenious / inter-disciplinary teams … lateral thinkers …  more risk taking, failure tolerance (& learning) … professional project mngt. for innovation projects, too  more readiness for change ... e.g. Make or buy vs. Not invented here ... creativity (free space, time, rooms, mood, … example XING: innovation week) ... delicious HoferAlfeisJ – tags: Wissenskultur Organisation personal creativity tips: just do it differently for one week …
  16. 16. Dr.-Ing. Josef Hofer-Alfeis, 2013 - 16 KM 4/5: KM State & Needs Analysis - revisited: balance check for knowledge & innovation culture – example ? ? ?
  17. 17. Dr.-Ing. Josef Hofer-Alfeis, 2013 - 17 source: http://de.slideshare.net/ahemre/cartoons-34913910?utm_source=slideshow&utm_medium=ssemail&utm_campaign=upload_digest
  18. 18. Dr.-Ing. Josef Hofer-Alfeis, 2013 - 18 Leader as Curator of the Innovation Culture Conference Keynote - Frontend of Innovation May 2013, Boston, http://www.iirusa.com/feiusa/home.xml?registration=Q82VBFA&utm_source=SilverpopMailing&utm_medium=email&utm_campaign=M2504%20em4%20%281%29&utm_content= Innovation is not just for small, entrepreneurial firms. Even an almost 150 year old organization can be nimble when the right leader creates the right environment for success. When Denise Morrison took the helm at Campbell in 2011, she asked the global leadership team how the company could act faster and make bolder moves. She also looked outside the company at other highly innovative firms. As a result, Denise implemented a process at Campbell she calls "disciplined creativity." She also added courage to the company's core values, which she says gives people permission to try different things and to think "outside the can." In this new environment, Campbell introduced some 35 new products in fiscal year 2012, significantly more than in each of the past three years. The company has also broadened its range of products in international markets which it currently does business, as well as in new developing markets. Denise Morrison, President & CEO, Campbell Soup Company
  19. 19. Dr.-Ing. Josef Hofer-Alfeis, 2013 - 19 Innovation: Google's four key focus points Source: Brainovation – Innovation and Expertice Advice to grow your business, 2013 November 26, 75th Edition  Collaboration  Open Information  Clear, Compelling and Audacious* Goals *mutig  Permission to Fail Collaboration requires a childlike creativity and curiosity. Solutions from collaboration will come from non-traditional sources. Chris noted examples from the New York Times about skills learned from video game playing (http://www.well.blogs.nytimes.com/2013/03/05/video- games-may-aid-children-with-dyslexia; http://www.nytimes.com/2013/09/05/technology/a- multitasking-video-game-makes-old-brains-act- younger.html). The collaborative learning through the website Foldit (http://fold.it) have led to rapid solving of medical science problems. Open Information assists businesses since there is tremendous power in open data and sharing of data. Chris cited an example from Edmonton, Alberta where they reduced traffic accidents in certain locations by 40% due to the sharing of open data. He used the November 2013 typhoon in the Philippines and June 2013 Alberta floods as examples and Google's people finder tool to reconnect families. Chris reminded the audience that GPS data and weather forecasting were formerly heavily guarded government and military information - but now almost everyone has immediate 24-hour access to the same information. Clear, compelling & audacious goals allow people to have freedom. Google has minimal ambiguity of goals from the executive level down and makes them very public. He cited Google's Project Loon in New Zealand (http://www.google.com/loon/) as an example of audacious goals - the launching of stratospheric weather balloons to allow for Internet access in remote areas of New Zealand's south island. Big goals also attract the best talent. Chris challenged the lunchtime participants to set their own moonshot - much like John F. Kennedy did. Using Conference Board of Canada data - he reminded the participants that only 10% of Canadian firms are focused on Radical Innovation. Canadians need to give themselves permission to fail. As Chris compared Silicon Valley business culture to Canadian, Silicon Valley sees failure as a boy scout badge of honour. Google itself has sunset 70 products in the last 12 months.
  20. 20. Dr.-Ing. Josef Hofer-Alfeis, 2013 - 20 ...1. Eureka myth … 2. Breed myth … 6. Lone Creator myth … 7. Brainstorming myth Business creativity – what then are the true components? According to Teresa Amabile, director of research at Harvard, creativity is really driven by four separate components:  domain expertise  a defined creativity methodology  people willing to engage  company acceptance of new ideas Where these components overlap is where real creativity happens. 10 Myths About Creativity You Need to Stop Believing Now http://www.entrepreneur.com/article/229600#ixzz2niViZ3mt 2013/12
  21. 21. Dr.-Ing. Josef Hofer-Alfeis, 2013 - 21  People who live abroad (not just vor vacancies) are more creative; and the more time they spend away from home, the more creative they become.  Fully immerse yourself in local experience, in particular language.  Bi-lingual and tri-lingual people are more creative, in general. How to stimulate creativity? Go live abroad source: http://knowledge.INSEAD.edu/ William Maddux, INSEAD 2006.06
  22. 22. Dr.-Ing. Josef Hofer-Alfeis, 2013 - 22 TheGlobalInnovationIndex2013 http://strat-staging.com/content.aspx?page=data-analysis| http://knowledge.insead.edu/innovation/the-worlds-most-innovative-countries-the-global- innovation-index-2013-2525?goback=.gde_41615_member_255211671Juli2013 living in / collaborating with innovative environments?
  23. 23. Dr.-Ing. Josef Hofer-Alfeis, 2013 - 23  People’s competence and motivations. knowledgeable in their disciplines, with good creative problem-solving skills, intrinsically motivated. creative thinking as essential element of leadership, especially when bringing about change.  How challenges are understood and goals set. analyse challenges from different perspectives, empower staff with a clear sense of ownership of the challenges. Direct responsibility for meeting new and complex challenges greatly motivates staff.  Diversity and networks among staff and with the outside world. create teams and networks that emphasize diversity and cross-pollination of ideas, connect staff with people outside the organization through innovation networks that link people from different worlds and that broker new ideas.  Rapid prototyping of new ideas. 90 per cent of successful innovations fail the first time they are tried - have processes that rapidly implement, test, evaluate, revise and re-implement ideas in order to refine them.  A system for retaining ideas with potential. maintain a variety of half-baked and failed ideas that might be of use in a different application.  Core business and innovation [management] processes. have specific processes to help them define and redefine challenges, collect ideas from unusual sources, find unobvious solutions, encourage creative thinking, and test and revise ideas before discarding them. Build all these elements into core operations.  The organizational environment. managers actively model innovative thinking, recognize innovators and encourage staff to network and to take time to think. Moreover, systems, processes and rewards are consistent with the focus on innovation. Innovation Strategy / Framework ? Lessons from other inno- vative organizations - requirements to nurture innovation Quelle: km4dev Diskussion 2/2012 und http://www.ifad.org/pub/policy/innovation/e.pdf
  24. 24. Dr.-Ing. Josef Hofer-Alfeis, 2013 - 24 Leadership, Collaboration … Knowledge & Innovation Culture uthe socio-technical KM system adapted to Innovation Management (2) Idea & Knowledge Marketplaces • real spaces (offices, buildings, …) • virtual spaces (collaboration & document mgt. platforms) • Information sources and services IdeaM/ InnoM Support Organi- zation Processes Provide Idea Concept Drive Innovation* Human & organizational Idea & Knowledge Sources • Individuals and Teams • Communities and Organizations • Innovation Partners New Knowledge preliminary Ideas – Ideas – Idea Concepts – Knowledge / Content – IP Assets * Go-to-market with new customer value Human Organization Infrastructure/Techniques
  25. 25. Dr.-Ing. Josef Hofer-Alfeis, 2013 - 25 Idea & Knowledge Sources – examples  inventors … chief scientist … expert career  example NASA: innovation ambassadors  ad hoc relationships … emergent communities … new product teams  support social networking  support expertise localization, e.g. via activity streams, …  excellent information services  big data / knowledge mining, e.g. analyzing product lifecycle data, see e.g. www.pumacy.de/aktuelles/wissensschatz_produktlebenszyklus.html Jan 2013  openness to any knowledge source in the world  support „information capability“ Source: http://www.siemens.com/press/en/events/2013/corporate/2013- 12-erfinder.php May 2014
  26. 26. Dr.-Ing. Josef Hofer-Alfeis, 2013 - 26 The US National Aeronautics & Space Administration's (NASA) Innovation Ambassador program is designed to allow some of its most talented scientists and engineers work at several of America's leading innovative external research and development organizations. During assignments of up to one year, the NASA ambassadors will share their own expertise while learning about innovative products, processes and business models. After returning to NASA, the ambassadors are encouraged to share new ideas with co-workers and implement innovations within their organizations. Click here to read the complete article "NASA Selects Innovation Ambassadors" - http://www.knowledgebusiness.com/knowledgebusiness/Templates/ReadKnowledgeLibrary.aspx?siteId=1&m enuItemId=33&contentHeaderId=6322 NASA Selects Innovation Ambassadors Quelle: The KNOW Network Alert, No. 224 - September 1, 2009
  27. 27. Dr.-Ing. Josef Hofer-Alfeis, 2013 - 27 I find it really helpful to understand the networks people interact in to understand and improve innovation. In social network analysis there are a number of issues relating to innovation, for example: Networks tend to mature towards becomming more and more homogeneous, which is great for stability. But heterogeneous networks are much better for innovation, because people who are similar will only come up with similar ideas. If you understand your network, you know whether it needs more stability or more innovation. Boundary spanners in networks are people who connect different parts of the networks and are crucial for carrying ideas from one domain to annother. By identifying and strengthening them you can increase innovativeness of the network. In general innovation is more likely to happen at the fringes of a network than at the center. People or organizations that sit at the center of a specific network have little contact to other domains so less new ideas enter. Actors at the fringes of one network might be connected to one or more other networks and thus be boundary spanners. If you want to support innovation, make sure you give the people at the fringes (e.g. people in the field) a chance to bring their ideas home to the center. Weak links are typically important for innovation: Your strong links are e.g. with close friends, colleagues, family: You have heard their ideas and stories a thousand times. New ideas come from people you meet occasionally. So if you want to encourage innovation, facilitate that people develop and foster more weak links. These are just some hints how thinking in terms of networks helps you understand the messy processes of innovation better. I normally use a process of network mapping (Net-Map: http://netmap.wordpress.com) to better understand these networks and allow participants to discuss what they need to do to foster innovativeness without loosing stability in their network. Social networks and Innovation Quelle: [km4dev-l] RE: ideas and resources for promoting innovation, Eva Schiffer [eva-schiffer@web.de], Nov. 2010
  28. 28. Dr.-Ing. Josef Hofer-Alfeis, 2013 - 28 KM 4: How does TechnoWeb 2.0 work? Everybody may initiate or join a network Personalized dashboard (incl. activity stream of joined networks) Network pages, with member list, partner network list, activity stream Public profile pages of each user (incl. activity steam) with news and RSS-feeds Urgent request + Tag/Technology page + Search page + integration of Sharepoints,wikis, blogs... Open to all Siemens employees • connect people via activity streams • make emergent communities visible and facilitate their work
  29. 29. Dr.-Ing. Josef Hofer-Alfeis, 2013 - 29 The main idea of TechnoWeb 2.0 : identify implicit knowledge via the activity stream of the experts Brain Face 2 Face Voice pers. E-mails pers. Desktop Proj. E-mails Blogs, Microblogs, Wikis, CRM, CM, Intranet Internet, publications DIGITIZEDNONDIGITIZED activity stream visible limited access data privacy not visible loweraccessibilityhigheraccessibility higherbusinessvaluelowerbusinessvalue identifiable , Gerhard Käfer
  30. 30. Dr.-Ing. Josef Hofer-Alfeis, 2013 - 30 Innovation Management – defined integrated processes: Provide Idea Concept … Drive Innovation Idea Mgt./ Idea Concept Provision Markets Technology Competition Customers Partners Internal etc. input for ideas Idea Mgt./Idea Mgt. System Provision: Analyze / Define / Implement Idea Sources Landscape, Plan Processes Innovation Partners Landscape & Innovation Environment Think Corridors Idea Sources Network of Partners innovation-friendly Environment … *The Milestone at the exit of Idea Management ensures quality alignment of all innovation ideas across all Groups IdeaImplementation&Realization PLM SCM CRM Support Process Strategy Strategy Management Process Qualified Idea Concept Qual. mile- stone* Source: Siemens AG PLM: Product Lifecycle Mgt. SCM: Supply Chain Mgt. CRM: Customer Relationship Management
  31. 31. Dr.-Ing. Josef Hofer-Alfeis, 2013 - 31 Example SIEMENS: 3i-Programm since 1997 source: SiemensWelt 2010-10, S. 1/3  >1,5 MM implemented ideas: 3,000 MM € savings  400 – 500 implemented proposals / work day  ~100 implemented proposals per 100 employees annually  highest award paid: 150,000 € Example K+S (Kali & Salz group, 12,000 employees) source: WM, Sonderausgabe Best Practices 2009/10, S. 12-13  Idea management process based on SAP Add-on  connected to online award shop (IPO-PrämienServices with >2000 awards)  on average 390 awards released monthly Idea management / internal improvement proposal programs: a special case? – examples consulting experience: synergies between idea … innovation mngt. … product development … business development processes
  32. 32. Dr.-Ing. Josef Hofer-Alfeis, 2013 - 32 Harnessing Collaborative Technologies – Helping Funders Work Together Better © GrantCraft 2013 http://collaboration.grantcraft.org/
  33. 33. Dr.-Ing. Josef Hofer-Alfeis, 2013 - 33 http://www.innovations-wissen.de/
  34. 34. Dr.-Ing. Josef Hofer-Alfeis, 2013 - 34 Introduction to KM and Idea / Innovation Management Focus: Shared concepts and specific perspectives Focus: Open Innovation and more Agenda delicious tags: InnovationMngt openinnovation
  35. 35. Dr.-Ing. Josef Hofer-Alfeis, 2013 - 35 Learning from the world – examples  ~1980: Nissan engineers drive for weeks cars in Europe to get to know the “European car requirements and feeling”  investments in companies in other regions (e.g. Germany  China) to learn about customer needs, production technologies, market particularities, …  cross-Industry innovation – example: Bayer MaterialScience „Creative Center“: 2-day workshops with 12 participants from different industries  trend scouting, knowledge sharing, solution transformation (example BERNINA: attenuation approach from violin maker)  Lead User approach: learning with challenging customer, e.g. Unilever, Webasto  Learning from customers for customers – example HENCKEL www.womensnet.de  Community „Womensnet“ (>100k „prosuments“ sharing beauty ideas and styling tips)  idea pool … impact on product portfolio … online surveys … trend scouting … testventer (try & evaluate new products)
  36. 36. Dr.-Ing. Josef Hofer-Alfeis, 2013 - 36 uOpen innovation – invite the world to co-create traditional innovation process open innovation source: Chesbrough, 2003 • internal and external input for innovation • open system – shorter processes • less structured – less focused Origins of the best ideas
  37. 37. Dr.-Ing. Josef Hofer-Alfeis, 2013 - 37 Although open innovation was not a new concept at Kraft Foods, the company was looking to focus their open innovation efforts. Moving from a single private submission form where the public could freely submit any idea on anything with Innovate with Kraft (IWK), to a focused platform, the Kraft Foods Collaboration Kitchen (http://www.kraftbrands.com/innovatewithkraft/default.aspx) is a major shift in their open innovation strategy. The new portal manages ideas from the public on new products, solutions and technologies with specific topics in mind predetermined internally. With KFCK, the company's strategy focuses on solving specific needs or questions defined by Kraft employees, known as 'briefs', and inviting the public to contribute their ideas on those topics. Kraft Food Collaboration Kitchen for Open Innovation Quelle: http://blog.brightidea.com/innovation_work/2012/05/kraft-doubles-down-on-open-innovation.html
  38. 38. Dr.-Ing. Josef Hofer-Alfeis, 2013 - 38
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  44. 44. Dr.-Ing. Josef Hofer-Alfeis, 2013 - 44
  45. 45. Dr.-Ing. Josef Hofer-Alfeis, 2013 - 45 invitation to co-create in the community
  46. 46. Dr.-Ing. Josef Hofer-Alfeis, 2013 - 46Dr.-Ing. Josef Hofer-Alfeis, 2011 - 46 http://www.hypeinnovation.com/
  47. 47. Dr.-Ing. Josef Hofer-Alfeis, 2013 - 47 http://interior-ideacontest.bmwgroup-cocreationlab.com/
  48. 48. Dr.-Ing. Josef Hofer-Alfeis, 2013 - 48 Open Innovation marketplaces “e-broker”, e.g. http://www.innocentive.com/ Innocentive provides companies access to a pool of around 260,000 solvers from across the world. 60 percent of the solvers are outside the U.S., and 61 percent have a masters degree or a post-doc. To build this highly educated and eclectic community, Innocentive partnered with research institutions and universities across the world. Currently, however, the trend is to create more custom crowds instead of just large ones. Sometimes, that means going back to within the proverbial ‘four walls’ of the company.
  49. 49. Dr.-Ing. Josef Hofer-Alfeis, 2013 - 49 example – brainstorm challenge
  50. 50. Dr.-Ing. Josef Hofer-Alfeis, 2013 - 50 http://www.fellowforce.com/
  51. 51. Dr.-Ing. Josef Hofer-Alfeis, 2013 - 51
  52. 52. Dr.-Ing. Josef Hofer-Alfeis, 2013 - 52 Does open innovation really work? Do companies get the expected outcomes? Are they satisfied with their open innovation investments? http://www.iao.fraunhofer.de/images/iao-news/studie_managing_open-innovation.pdf Sept 2013 • 78% of firms in our sample report practicing open innovation • No firms in our sample report abandoning their practice of open innovation • 71% report that top management support for open innovation is increasing in their firm • 82% report that, compared to three years ago, open innovation is practiced more intensively • Customer co-creation, informal networking, and university grants are the three leading inbound practices in 2011. Crowdsourcing and open innovation intermediary services are rated lowest in importance • Establishing new partnerships, exploring new technological trends and identifying new business opportunities are the leading strategic reasons to engage in open innovation • The typical large firm in our sample spends US$ 2 million annually on open innovation, and employees 20 full time equivalent people to do the work • Open innovation is not much formalized yet, and cultural norms are as important for open innovation as formal practices • The biggest challenges in managing open innovation are within the firm. The change process from closed to open innovation is rated as the most difficult task • Firms are not satisfied with their current open innovation metrics, though they are more satisfied with their overall open innovation performance to date
  53. 53. Dr.-Ing. Josef Hofer-Alfeis, 2013 - 53 Introduction to KM and Idea / Innovation Mngt. Shared concepts and specific perspectives Open Innovation and more Summary & discussion
  54. 54. Dr.-Ing. Josef Hofer-Alfeis, 2013 - 54 Contact Dr.-Ing. Josef Hofer-Alfeis Consulting for Knowledge and Innovation Management Josef-Sterr-Str. 4, 81377 München, Germany T +49 89 85661623 M +49 173 9775943 Email josef.hofer-alfeis@amontis.com Skype JHofer-Alfeis BrainGuide http://www.brainguide.de/dr-ing-josef-hofer-alfeis/persondetail,1,,,,,69354.html XING https://www.xing.com/profile/Josef_HoferAlfeis Public Maven profile: http://www.maven.co/profile/5Anc2u3D Twitter HoferAlfeisJ Bookmarking http://del.icio.us/HoferAlfeisJ Facebook http://www.facebook.com/profile.php?id=1800807835#!/ yasni http://person.yasni.de/josef-hofer-alfeis-17021.htm Partner Competence Center Knowledge | Innovation | Intellectual Capital Mgt. Amontis Consulting AG Kurfürsten Anlage 34 D-69115 Heidelberg www.amontis.com
  55. 55. Dr.-Ing. Josef Hofer-Alfeis, 2013 - 55 Recommended KM Sources Dr.-Ing. Josef Hofer-Alfeis, 2014 BOOKS:  Hofer-Alfeis, J.: Entwicklung und Umsetzung einer Wissensstrategie. In: Pircher, R. (Hrsg.): Wissensmanagement, Wissenstransfer, Wissensnetzwerke - Konzepte, Methoden und Erfahrungen. Publicis Publishing Books, new edition 2013  Boisot, Max H.: Managing Knowledge Assets – Securing competitive advantage in the information economy. New York: Oxford University Press, 1998, ISBN: 0-19-829607-X  Learning to fly: practical knowledge management from leading and learning organisations – Nov 2004, Chris Collison, Geoff Parcell, ISBN: 1841125091  Doz, Yves, et al: From Global to Metanational. Harvard Business School Press, 2001. ISBN: 0-87584-870-2  Davenport, T. H., Probst, G.: Knowledge Management Case Book. Publicis Corp. Publishing ,2002. ISBN: 3895781819  Auer, T.: ABC der Wissensgesellschaft, Doculine-Verlag D-72766 Reutlingen, ISBN 978-3- 9810595-4-0 LINKS:  www.knowledgebusiness.com  www.apqc.org/membership-knowledge-management  www.pwm.at  www.c-o-k.de/index.htm  www.xing.com/net/pri3b94dax/knowledgemanagement/  www.xing.com/net/wm  www.wissenmanagen.net/  www.cogneon.de  www.eknowledgecenter.com  Bookmark services from JHA:  JHAs 30 InnoLinks (regularily updated) http://delicious.com/hoferalfeisj/jhas-30-innolinks  Important discussion forums for KM & Innovations Mngt. (selction): http://delicious.com/hoferalfeisj/top_-_innom_-_wm_-_foren JOURNALS:  Wissensmanagement (Fokus Anwenndung, Beratung, Anbieter)  Journal of Knowledge Management (Fokus Forschung; englisch)  KM Review (Fokus Anwendung; englisch) http://www.melcrum.com/products/journals/kmr.shtml COMMUNITIES OF PRACTICE / BODIES: WIMIP – Community der KM Practitioners https://www.xing.com/net/wimip Ges. für WM (GfWM); mit WM-Stammtischen zum Erfahrungsaustausch in vielen Städten, z.B. gfwm-regional München: http://www.gfwm.de/group/121 BITKOM ArbKreis Knowledge Management, organisiert die jährl. KnowTech-Konferenz PAPERS, BOOK CONTRIBUTIONS, PRESENTATIONS FROM JHA:  Improving Knowledge Management for Service Organizations, Munich Re, Communities Meeting, Hohenkammer 2014  Wissensmanagement mit Twitter, gfwm-Knowl-edgeCamp, Karlsruhe, 2012, and more http://de.slideshare.net/HoferAlfeisJ/wissensmanagement-mit- twitter?from=new_upload_email  Hofer-Alfeis, J.: Wissensmanagement und Personalmanagement - Synergien, Projektbeispiele und Erfahrungen - In: KnowTech Konferenzband 2011, www.knowtech.net  ~: Firmeninterne Vernetzung und Zusammenarbeit der Innovations-Manager und –Haupttreiber. Und: Wissensvernetzung von Firmen und externen Forschern/Interessierten für Technologie-Innovation – „Technologie- Innovations-Communities“ gfwm-KnowledgeCamp, Potsdam, 17.9.2011, http://knowledgecamp.mixxt.org/networks/files/folder.10675  Hofer-Alfeis, J., et al: D-A-CH Wissensmanagement Glossar ... - In: KnowTech Konferenzband 2009, www.knowtech.net  Hofer-Alfeis, J.: The Leaving Expert Debriefing to fight the retirement wave of the ageing workforce. Int. J. Human Resources Development and Management, Vol. 9, Nos. 2/3, 2009  ~: Lässt sich der wirtschaftliche Erfolg von Wissensmanagement überhaupt nachweisen? Keynote zum Workshop " WIEM 2009 - Messen, Bewerten und Benchmarken des wirtschaftlichen Erfolgs von WM, WM2009, Solothurn  ~: Das virtuelle Aktivitätstal bei sozialen Netzwerken - Diagnose und Therapie - In: KnowTech Konferenzband 2008, www.knowtech.net  ~: KM solutions for the Leaving Expert issue. JOURNAL OF KNOWLEDGE MANAGEMENT j VOL. 12 NO. 4 2008, pp. 44-54,  ~: Was leistet WM? Wissensmanagement, Heft 1/2008, S. 38-39;  ~, Keindl, K.: Die Prozess-Systematik im Unternehmenseinsatz. Wissensmanagement, Heft 2/2008, S. 38-39  ~, Keindl, K. und BITKOM Ak KEM: BITKOM Leitfaden WM-Prozess- Systematik, 2007, http://www.bitkom.org/de/publikationen/38337_45785.aspx  ~: Wissensmanagement im prozess-orientierten Unternehmen. Beitrag in: KnowTech Konferenzband 2006, www.knowtech.net  ~: Mehrwert und Zukunft von Wissensmgt. liegen im trans-disziplinären Vorgehen. In: KnowTech Konferenzband 2005, www.knowtech.net  ~: Effective Integration of KM into the Business Starts with a Top-down Knowledge Strategy. J. of Universal Comput. Science, vol. 9, no. 7 2003, 719- 728
  56. 56. Dr.-Ing. Josef Hofer-Alfeis, 2013 - 56  Analysis of KM / InnoM state and needs via interviews with key people and design of an inter-disciplinary KM / InnoM program  Moderation of developing a knowledge strategy with the business strategy by the management team  Support of KM strategy definition, KM implementation and controlling  Systematic and transparent design of expert career systems based on a knowledge strategy  Support with specific KM / InnoM instruments – examples:  Debriefing of teams or leaving experts  Development and improvement of communities of practice and other social networks  Coaching by development of an individual knowledge strategy / KM program Dr.-Ing. Josef Hofer-Alfeis: Consulting Offerings for KM and Innovation Mngt. (InnoM)